Communication & Negotiation

Question 1

Communication

Answer 1

Process by which info is exchanged between sender and receiver
Simple prototype: one on one exchange between two people
Sender must encode thoughts into form to be transmitted to receiver
Receiver must perceive message, accurately decode it to achieve understanding
Receiver initiates feedback that tells sender that message is received

Question 2

Effective Communication

Answer 2

When right people receive the right info in timely manner

Question 3

Chain of Command

Answer 3

Lines of authority and formal reporting relationships
Under this system three necessary forms of communication can be accomplished (downward, upward, and horizontal communication)

Question 4

Downward Communication

Answer 4

Ffrom top of organization to the bottom
E.g. vice president instructing regional managers

Question 5

Upward Communication

Answer 5

From bottom of organization to the top
E.g. chemist conceives new plastic formula and passes this on to manager, who informs vice president

Question 6

Horizontal Communication

Answer 6

Between departments or functional units
Means of coordinating effort
Info flowing up to manager and then back down from manager to employees

Question 7

Deficiencies in the Chain of Command

Answer 7

Informal Communication
Slowness
-chain is slow, especially for horizontal
Filtering

Question 8

Filtering

Answer 8

Message to be watered down or stopped at some point during transmission
Upward filtering occurs because people are afraid that management will use info against them
Downward filtering due to time pressures or simple lack of attention to detail
But some managers filter info to maintain an edge on subordinates

Question 9

Negotiation

Answer 9

Decision making process among interdependent parties who do not share identical preferences
Attempt to either prevent or resolve conflict

Question 10

Aspiration Point (target point)

Answer 10

The point a negotiator wishes to achieve

Question 11

Reservation Point (resistance point)

Answer 11

Point a negotiator wishes not to go below

Question 12

Individual Gains

Answer 12

Amount gained for yourself

Question 13

Joint Gains

Answer 13

Total gains for yourself and the other party

Question 14

BATNA

Answer 14

Best alternative to a negotiated agreement; lowest acceptable value to even negotiate at all

Question 15

Distributive Bargaining

Answer 15

Negotiation that seeks to divide up a fixed amount of resources
Available resources: fixed
Primary motives: I win, you lose
Primary interests: opposed to each other
Focus of relationship: short term

Question 16

Integrative Bargaining

Answer 16

Negotiation that seeks one or more settlements
Available resources: variable
Primary motives: I win, you win
Primary interests: complementary/convergent
Focus of relationship: long term

Question 17

Complementary Bargaining

Answer 17

Both parties want the same resolution
Little to no need for negotiation

Question 18

Fixed Pie Myth

Answer 18

False belief that other party’s interest is directly opposite to one’s own
Result is we overemphasize the distributive side of negotiations

Question 19

Distributive Negotiation Tactics

Answer 19

Threats/promises
Standing firm
Persuasion

Question 20

Integrative Negotiation Tactics

Answer 20

Cutting costs
Increase resources
Information exchange
Introduce superordinate goals

Question 21

Threat

Answer 21

Implying that you will punish the other party if this person does not concede to your position

Question 22

Promise

Answer 22

Pledges that concessions will lead to rewards in the future

Question 23

Voice

Answer 23

Constructive expression of disagreement or concern about work unit or organizational practices

Question 24

Mum Effect

Answer 24

Tendency to avoid communicating unfavourable news to others

Question 25

Grapevine

Answer 25

Informal communication network that exists in any organization
Word of mouth, emails, social media, etc.
Can transmit personal gossip and info about the organization

Question 26

Pros of the Grapevine

Answer 26

Keep employees informed about important organizational matters
Can be a substitute for formal communication in lax management organizations
Test employee reactions to proposed changes without making formal commitments

Question 27

Cons of the Grapevine

Answer 27

Rumour: unverified belief that is in general circulation
People cannot verify information as accurate
Spread fastest and farthest when info is ambiguous, content is important to those involved, seems credible, when recipient is anxious

Question 28

Jargon

Answer 28

Specialized language used by job holders or members of particular occupations or organizations
Efficient for people who know it
Barrier for people who don’t

Question 29

Non-Verbal Communication

Answer 29

Transmission of messages by some medium other than speech or writing

Question 30

Body Language

Answer 30

Non-verbal communication that occurs by means of sender’s bodily motions and facial expressions or the sender’s physical location in relation to receiver

Question 31

Cultural Context

Answer 31

Cultural info that surrounds a communication episode

Question 32

High Context Cultures

Answer 32

Message contained in communication is strongly influenced by the context in which the message is sent
East Asian, Latin American, African, Arab
Literal interpretations are often incorrect
Want to know details about company, don’t get to the point quick, age and seniority highly valued

Question 33

Low Context Cultures

Answer 33

Messages interpreted more literally because more meaning resides in the message than in the context of the communication
North America, Australia, Northern Europe, Scandinavia
Favour detailed business contracts

Question 34

Computer Mediated Communication (CMC)

Answer 34

Rely on digital tech to facilitate info exchange
Permit discussion and decision making with employees being in same location

Question 35

Employer Branding

Answer 35

Promoting a clear and consistent image of the positive and distinctive features of an organization as an employer
Used to attract and recruit new employees
Effective in retaining existing employees by reinforcing commitment

Question 36

360 Degree Feedback (multi source feedback)

Answer 36

Include superior ratings, self ratings, and ratings by subordinates, peers, and clients
Performance appraisal becoming a two way communication process
Used for employee development and not salary determination

Question 37

Suggestion Systems

Answer 37

Designed to enhance upward communication by soliciting ideas for improved work operations from employees
E.g. electronic suggestion box, usually anonymous
Programs that reward employees for suggestions are better

Question 38

Superordinate Goals

Answer 38

Attractive outcomes that can be achieved only by collaboration

Question 39

Grapevine Motivators

Answer 39

Timely, inexpensive source of info
Alternative source of power and influence available to all
Releasing pent up emotions or exchange of delicate info
Gossip can be source of social and intellectual stimulation in boring jobs
Extraverts or low self esteem